Course curriculum

  • 3

    Opening

    • Opening

    • Learning Plan & Learning Outcomes

    • Reference Books

  • 4

    Lesson 1. SETTING THE SCENE FOR BUSINESS AGILITY

  • 5

    Lesson 2. ENABLING BUSINESS AGILITY

    • 2.1.1 Developing a Growth Mindset

    • 2.1.1 Growth Mindset in Business Agility Context (Exercise)

    • 2.1.2 Blind Spots, Mental Models, Patterns and Sense Making

    • The Ladder of Inference (Video)

      FREE PREVIEW
    • 2.1.3 Relationship Between Complexity and Business Agility

    • 2.1.3 Complexity vs Business Agility (Exercise)

    • 2.1.4 Recognizing and Managing Dilemmas, Paradoxes & Polarities

    • 2.1.4 What are Some Examples of Polarity in Business? (Exercise)

    • 2.1 Action Plan - New Ways of Thinking

    • 2.2.1 Ask vs. Tell: High-Performance Questions

    • 2.2.1 High Performance Questioning Practice (Exercise)

    • 2.2.2 Making Value Visible

    • 2.2.2 Prioritizing a Backlog using WSJF (Exercise)

    • 2.2.3 Experimenting and Hypothesis Testing

    • 2.2.3 Hypothesis Statements (Exercise)

    • 2.2.3 Experimenting and Hypothesis Testing (Exercise)

    • 2.2.4 Complex Dynamics of Change, Polarities, Systemic Problems and Disruptive Threats

    • Lean Change Management (Video)

      FREE PREVIEW
    • Switch: How to Change Things when Change is Hard (Video)

      FREE PREVIEW
    • 2.2.4 Create a Lean Change Canvas (Exercise)

    • 2.2 Action Plan - New and Differentiating Behaviors

  • 6

    Lesson 3. IMPLEMENTING AND SUSTAINING BUSINESS AGILITY

    • 3.1.1 Lean Systems Thinking

    • Value Stream Mapping (Video)

      FREE PREVIEW
    • 3.1.1 Value Stream Mapping Exercise (Exercise)

    • 3.1.2 Lean Startup and Canvases

    • 3.1.2 Lean Startup - MVP Exercise (Exercise)

    • How to Fill in a Lean Canvas? (Video)

      FREE PREVIEW
    • 3.1.3 Design Thinking Approaches

    • Brené Brown on Empathy (Video)

    • 3.1.3 Employ Design Thinking Techniques (Exercise)

    • 3.1.4 Flow-based Values and Systems

    • 3.1.4 Optimize the Whole (Exercise)

    • 3.1.4 Produce a Kanban Board (Exercise)

    • 3.1.5 Iterative Framework and Sampling of Practices

    • 3.1.5 Putting Scrum Together (Exercise)

    • 3.1 Action Plan - Frameworks, Tools and Techniques

    • 3.2.1 Creating Space for Optimal Engagement and Value Creation

    • 3.2.1 Action Plan - Business Agility Environment

    • 3.2.2 Continually Reinventing

    • 3.2.3 One Minute Elevator Speech for Learning Agility (Exercise)

    • 3.2.3 Measures of Success

    • 3.2.3 Teach Back - Lagging vs Leading Indicator (Exercise)

    • 3.2.3 What is Your OMTM to Business Agility? (Exercise)

    • 3.2.4 Action Plans to Accelerate Business Agility

    • 3.2.4 Action Plan - Business Agility as the New Normal

  • 7

    Final Assignment

    • Final Action Plan & Assignment

    • Congratulations

  • 8

    Course Feedback

    • We read every single feedback. Please tell us how you feel about this learning experience.

  • 9

    Appendix: Useful Resources

    • Action Learning - Training from the Back of the Room!

    • Reference Books

    • Reference Online Workshop Activities Digital White Board (Mural)

    • Reference Tools

  • 10

    Appendix: Learning Outcomes

    • 1.1. AWARENESS: THE NEED FOR BUSINESS AGILITY

    • 1.1.1. Business Agility: Drivers and Criticality

    • 1.1.2. Business Agility: Values, Principles, and Dimensions

    • 1.1.3.Case for Change: Empowering Teams

    • 1.1.4. Case for Change: Customer Value and Continuous Learning

    • 1.2. COMPELLING VISION, FOCUS AND CLARITY OF PURPOSE

    • 1.2.1. Compelling Vision and Clarity of Purpose

    • 1.2.2. Focusing on the Big Picture and Emerging Future as an Agile Business

    • 1.2.3. Understanding Customers, Stakeholders, Business, and Emerging Markets

    • 2.1. NEW WAYS OF THINKING

    • 2.1.1. Developing a Growth Mindset

    • 2.1.2. Blind Spots, Mental Models, Patterns and Sense-Making

    • 2.1.3. Relationship Between Complexity and Business Agility

    • 2.1.4. Recognizing and Managing Dilemmas, Paradoxes, and Polarities

    • 2.2. NEW AND DIFFERENTIATING BEHAVIORS

    • 2.2.1. Ask vs. Tell: High-Performance Questions

    • 2.2.2. Making Value Visible

    • 2.2.3. Experimenting and Hypothesis Testing

    • 2.2.4. Complex Dynamics of Change, Polarities, Systemic Problems and Disruptive Threats

    • 3.1. FRAMEWORKS, TOOLS AND TECHNIQUES

    • 3.1.1. Lean Systems Thinking

    • 3.1.2. Lean Startup and Canvases

    • 3.1.3. Design Thinking Approaches

    • 3.1.4. Flow-based Values and Systems

    • 3.1.5. Iterative Framework and Sampling of Practices

    • 3.2. BUSINESS AGILITY AS THE NEW NORMAL

    • 3.2.1. Creating Space for Optimal Engagement and Value Creation

    • 3.2.2. Action Plans and Tools to Accelerate Business Agility

    • 3.2.3. Continually Reinventing

    • 3.2.4. Measures of Success